Leader Or Manager: The Dividing Line

What is the dividing line between a leader and a manager? What separates the two? More importantly, what are the implications for the difference?

The dividing line, to me, is that leaders are chosen by the people they lead. Managers are appointed without input from those whom they’ll lead. I’m certain that you’re already feeling the difference in your gut.

When you choose a leader, you experience excitement, joy and commitment. You have a sense of shared values, shared purpose and a desire for something better than what currently exists. You enjoy being part of something bigger than yourself.

Conversely, when you’re assigned a manager, you experience doubts, fear and anxiety.

You have doubts about the person’s abilities, both in terms of technical and interpersonal skills, which causes you to experience fear and anxiety over what will happen next. You fear the loss of your job and are anxious about what you might be asked to do that may conflict with your values, your goals, your purpose…all legitimate concerns.

Now that we’ve acknowledged the dichotomous feelings we experience between choosing to follow a leader and being assigned a manager, let’s see what the implications are.

Leader Implications

More often than not, the reason you’ve chosen a leader is because you share the same values, goals and aspirations. You may differ in approach, but because a leader welcomes input and is open to changing his approach when a better idea surfaces, you have no problem expressing your ideas.

You are also more likely to go with the group consensus rather than your preferred approach because you’ve been heard and your ideas given due consideration before any decision was made. A former CEO of Porsche spoke as a leader when he said: “Decide democratically, delegate dictatorially.” His point is that when members of the group are involved in the decision-making process, they more readily embrace the group’s decision…and their role in the group.

These factors combine to make decision-making easier, gaining acceptance more assured and action almost instantaneous. In other words, leaders experience greater productivity among their followers by virtue of having included them in the decision-making process.

Manager implications

Because managers are appointed without input from those whom they’ll manage, they must first win the hearts and minds of those whom they manage…not an easy task. They have to identify the doubts, fears and anxiety of their new reports, then work to overcome them.

These challenges are compounded by the fact that we humans don’t like being told what to do…especially by someone whom we haven’t yet come to know. Yet, it’s a managers job to direct the efforts of his direct reports.

All of these combine to slow progress in the development of a working relationship which generates improved productivity. In fact, productivity may decline as all involved wrestle with the emotional challenges of a forced relationship.

Transitioning

If you find yourself in a managerial role, transitioning to the role of leader requires persistent efforts of engagement and genuine concern for the welfare of the people you hope to lead.

I’ll share a personal experience to help illustrate how challenging the transition can be and what it took to finally make that transition.

I took a job one rung lower on the ladder than i wanted to be with the assurance that within a month or two I’d be the assistant controller of the company. I was told that two managers were about to leave and that, when they left, their responsibilities would be consolidated under my role as assistant controller.

What I didn’t know was the the controller had brought me in at a higher salary than either of these managers were making. In essence, he used my pay to prompt their leaving. Both managers were well liked by their staffs.

After these managers left and I was named assistant controller, I’d come into the office, say hi to everyone and get no response from anyone. I was the ugly duck that nobody wanted to associate with. Despite the cool response, I made it a point to continue saying hi to everyone each morning.

The real turning point, where the transition began, was when the controller, with my consent, appointed one of the assistant managers to manager for her group. She was told that she would report to me.

When she came to me to ask about how I wanted the relationship to work, I told her that it was her department and she should run it as she saw fit. I told her that if she wanted my input on anything my door would always be open. If I needed something, i’d let her know and she would decide how to make it happen.

That’s when she explained that the cool treatment I was given was because I was being paid more than the two managers that left. She must have immediately shared what I said with her team because the following day when I said hi, everyone responded with genuine warmth.

Takeaways

Having others choose you as their leader produces quicker, better results than being appointed a manager.

The quickest way to transition from manager to leader is to create an environment where there is:

• Genuine concern for those being managed.
• Opportunities for everyone to express their ideas without fear of denigration or retribution.
• Autonomy in the approach they do their work…unless it is disrespectful of others.
• Recognition for the results they produce.

Even appointed managers can become the leader their direct reports choose to follow. When that happens life becomes easier and more enjoyable for all involved.

If you’ve found this post helpful, please share it with your friends. It’s a great way to let them know how much you care.

If you’d like the leaders in your organization to learn how to use the numbers more effectively and dramatically improve the productivity of your workforce, contact me to learn more about these resources:

Resources

Making the EXCEPTIONAL Normal program helps you identify and nurture emerging leaders who elevate all around them to higher levels of performance and greater job enjoyment.

Financial Awareness & Strategy program where employees learn to identify opportunities to improve financial results and prioritize these opportunities on the basis of which produces the greatest impact with the least effort. Greater financial awareness = Better decisions.